Organization Chart

1
How to Become A Great Manager!
Tim Quigg Associate Chairman Computer Science
Department University of North Carolina At
Chapel Hill
2
The Closer You Are To The Lab Or Classroom, The
More Important You Are To Your Organization.

• A Key Indication Of A Healthy Organization!

3
By This Definition, Healthy Organizations View
Department Administrators As Being Pretty Darn
Important People!
4
So How Are You Doing As A Manager?
or
5

• In the real world, the DA strives to provide
  quality support to the research enterprise while
  following all of the applicable policies and
  rules. Its not always as easy as it sounds!

Faculty
Purchasing Office
Sponsored Programs Office
Funding Agencies
Human Resources Office
Health and Safety Office
6

• Lets pause for a minute and reflect upon what we
  have been saying to you all day
• DAs are managers of resources not just
  technocrats
• Quality management at the departmental level is
  vital to maintaining quality research
• Academic research is essential to future Quality
  of Life

7
How Do We Learn to Become Effective Managers?

• Accept the reality of environmental constraints,
  but dont become trapped by them
• Resources are limited
• Rules are constraining

8
Constraint Resources

• Money

9
Constraint Resources

• People

10
Constraint Resources

• Facilities

11
Constraint Resources

• Time

12
Constraint Rules
13
How Do We Learn to Become Effective Managers?

• Accept the reality of environmental constraints,
  but dont become trapped by them
• Resources are limited
• Rules are constraining

14
How Do We Learn to Become Effective Managers?

• Accept the reality of environmental constraints,
  but dont become trapped by them
• Resources are limited
• Rules are constraining
• Know where your organization is headed (Its
  mission!)

15
We Must Know Where We Are Going If We Are Ever To
Know When We Arrive!
Where Is Your Organization Going?
What Is Its Mission?
Is it Clearly Understood And Shared?
16
Remember The Man Who Worked For Ringling Brothers
Circus

• All Dusty And Somewhat Smelly
• Worked For 32 Years Following The Elephants
  With A Broom And Large Dust Pan To Keep The
  Streets Clean
• When Asked Why He Didnt Get Into Another Line Of
  Work He Replied, Indignantly

17
WHAT, AND GIVE UP SHOW BUSINESS?

• He Knew What Business He Was In.
• It Wasnt About Cleaning Up After Elephants.
• He Was In Show Business!
• He understood The Mission.

18
How Do We Learn to Become Effective Managers?

• Accept the reality of environmental constraints,
  but dont become trapped by them
• Resources are limited
• Rules are constraining
• Know where your organization is headed (Its
  mission!)

19
How Do We Learn to Become Effective Managers?

• Accept the reality of environmental constraints,
  but dont become trapped by them
• Resources are limited
• Rules are constraining
• Know where your organization is headed (Its
  mission!)
• Learn to become proactive, not just reactive

20
What Is Your Approach To Management?
21
Proactive Approaches to Management

• Management By Wandering Around

• Total Quality Management
• Responsible Delegation Techniques
• Understanding Motivation

22
Management By Wandering Around
23
Management By Wandering Around

• Get Out From Behind Your Desk
• Spend Time In The Labs/Classrooms/Building
• Walk The Halls
• Be A Keen Observer
• Ask People Questions

24
Management By Wandering Around

• When You Spot A Problem, Take Action To Fix It
  Immediately
• Communicate With Your Community
• Use Your Observations To Inform Resource
  Allocation Decisions

25
Management By Wandering Around
Be Accessible

• If Possible, Arrange Your Office So You Dont Sit
  Behind Your Desk When Meeting People

• On Occasion Go To Other Peoples Office For
  Meetings (Dont Always Have Them Come To You)
• If Possible, Locate Your Office In The Highest
  Possible Traffic Area

26
TQM Core Principles

• W. Edwards Deming (Management Consultant Whose
  Ideas Were Rejected In The US Promoted a
  Quality Approach In Japanese Manufacturing)
• Pre-Quality (Poor Quality, Cheap Knock-Offs)
• Post-Quality (Finest Electronics and Cars In The
  World)

• Now Accepted Throughout Industrialized World

27
TQM Core Principles

• Commitment To Continuous Improvement
• Excellence Is A Game Of Inches.
  Tom Peters

• What Can We Do To Get Better?
• Banish Complacency
• Set Heroic Goals Raise The Bar

28
TQM Core Principles

• The Organization That Is Satisfied With Its
  Success Will Soon Find That Its Customers Are Not!

29
TQM Core Principles

• Ask Your Employees And Your Customers For Input
• Not Only Will They Point Out Problems You Never
  Knew You Had, They Will Help You Fix Them

• Treat Both Employees And Customers As Your
  Partners In This Continuous Improvement Process

30
Responsible Delegation

• A Manager Must Learn To Delegate Responsibility
  And Authority In Order To Build An Effective Team!

Payoffs

1. Time To Look At Big Picture/Plan
2. Greater Staff Involvement Higher
   Morale/Investment
3. More Gets Done When Manager Isnt Funnel
4. Creativity

31
Responsible Delegation
Risks/Problems

1. Inconsistent Application of Policy
2. Strain When Manager Feels That An Employee Is
   Doing Something Wrong And Has To Confront Him/Her
3. Accountable For Decisions You Dont Make
4. Asking Employees To Do Too Much They May Be
   Resistant (Dont Dump on Me)
5. I Could Have Done It Myself Faster
6. Loose Touch With Operations

32
Reward People For Solving Problems Without Coming
To See You First!
Harvard Business Review Case Study MacGregor

• Unconventional Weekly Staff Meetings
• Agenda The Problems You Faced And The
  Decisions You Made And, If You Got Help, Who
  Helped You.
• Builds A Team That Works Together!

33

• Employee Motivation is Based Upon
• MOTIVATION

34

• Homework Assignment
• Read Case Study
• Today, we spent a lot of time sharing information
  with you.
• Tomorrow, you will have an opportunity to use
  this knowledge in addressing real-life problems